Essel Business Excellence Services Pvt Ltd
Ebex Essel Excellence Centre
Excellence through BPM (our experience) Presentation at
4th National SS & BPM Conclave 2014 New Delhi
Nov 14th, 2014
I n d e x
SL. NO. SECTION
(a) Shaping of BPM strategy through captive
(b) Execution of BPM strategy
(c) People & change management
(d) Process orientation
(e) Metrics & service orientation
Ebex Essel Excellence Centre
SHAPING OF BPM STRATEGY THROUGH ESSEL EXCELLENCE CENTER (CAPTIVE)
Section 1
Objectives for Ebex
EEC has been set-up to act as the kernel to support multi-fold growth projections of the Essel group companies
To achieve Business Process Excellence through standardised, automated group level Processes
To free up Management Bandwidth for business development & growth
To provide MIS/Dashboard support for quick and informed decisions and business performance reviews
Cost-efficiency through Process-efficiency
Ebex Essel Excellence Centre
EEC is a strategic asset for the Essel group
Essel Group’s Corporate Strategy is driving the Global Business Service Strategy for its media Business. • Strategic partnership to businesses – Business Plan alignment • To derive economies of Scale - synergic benefit of group’s combined strength & negotiating power • Transformation - from individual- driven to process- driven organization • Knowledge Sharing - To facilitate talent & Knowledge sharing within the Group • SAP Optimization & Enhancement – To exploit SAP capabilities as true ERP Solution with better ROI
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Service excellence through EEC will lead to multiple benefits for the group and individual group companies
Strategic Benefits
Optimise Cost
Improvements in Efficiency
Service Excellence Centre
Main benefits to ESSEL Group
• Elimination of labour & overhead
duplications
• Reduced per unit labour and
overhead costs
• Process standardization
• Process reengineering
• Well-defined performance
metrics
• Leverage technology
• Consolidation of Org Structure
• Scalability
• Improves decision support
• Enables management to focus on
business issues
Key Benefits will be at three different levels
Ebex Essel Excellence Centre
Service excellence in support functions has been identified to be a crucial enabler for Vision 2020
Non-centralised processes
SAP Implementation in all major entities
Individual entities following their own processes
Minimal technology enablement to achieve
better service levels
Centralisation of processes
Centralisation of services in key support
functions
Processes continue to be customised to
historical standards for each entity
Focus on learning from good practices within
the group and exploiting synergies
Standardisation
Standardisation of processes across
entities
Common resources to support processes
across entities
Technology support and economies of
scale on transaction processing to be
exploited
Process improvement
Focus on automation,
streamlining of processes
Minimise hand-offs
Service Excellence
Improved efficiency and service levels
Take on more business partnering
services
Ebex Essel Excellence Centre
2013
2016
EEC will play an active role in business decision support
Decision Support
Control
Reporting
Data & Transaction Processing
Decision Support
Control
Reporting
Data & Transaction Processing
Centralisation and process
improvement will drive further
economies of scale
Focus on business partnering role
Bandwidth freed up for controller role
Traditional Paradigm of an entity F&A function Targeted Paradigm
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Entities and functions covered in scope of EEC
Ebex Essel Excellence Centre
Finance & Accounts HR & Admin IT Commercial
EEC: Business Case development process
Ebex Essel Excellence Centre
• Candidacy of entities, functions, processes and sub-processes were determined during assessment phase
• Volume analysis, FTE analysis, current baselines were determined • Correlation between business volume and transaction volume was
established • Future FTE projections were established based on correlation and
future business growth projections • Efficiency gains from centralisation, standardization, simplification
and automation were factored into the FTE projections • Costs for 728 FTE were calculated and added to infrastructure costs
(technology, physical infrastructure) for two locations • Location - Noida was selected from above analysis as EEC hub
location • NPV analysis was then carried out and a three year pay-back period
was established
Certain benefits were deliberately kept out of the business case for reasons of simplicity
Ebex Essel Excellence Centre
• Savings from manpower rationalisation in year 1 • Common procurement efficiency • Opportunity cost of freed up office space at businesses • Business process standardization & efficiency can lead to
faster saving and Business Growth
Noida was selected for EEC location
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Parameter Gurgaon Mumbai Noida Pune Rationale
Proximity to HQ Medium High High Low Proximity to HQ can
improve management control
Current employee concentration
Low High (%) High (%) Low High employee concentration will lead to less relocation cost
Change Management High Low Low High Efforts required for CM
Labour cost (INR lakhs p.a.)
1 2.81 2.65 2.36 2.24 Lowest labour rates
Attrition
High (20%) High (30%) Medium High (20%) Continuity and experience that leads to better quality
Office rental costs (INR/sq. ft.)
59 60 - 290 54 35 – 50
Resource availability
High High High Medium Existing pool & high availability of resources
The governance for EEC is defined at three levels strategic, tactical and operational
Group level / leadership oversight structure (Leadership Board – Chairman, vice chairman, MD, CEO and group CFO) ensuring EEC operates with appropriate mandate and direction • Providing strategic direction / priorities (mid-to-long term) • Set business targets and review performance like any other group entity • Decisions around investments from the group
Function, entity oversight structure providing EEC with guidance for the mid-
term in their respective areas (Functional Board – CEO, CFO of 5 listed entities) • Provide function and entity specific changes in requirement • Review performance against service levels • Review performance of EEC against committed service levels • Priorities identified process improvement, cost management opportunities
On-going oversight structure for effective day-to-day interactions involving all
areas of service (Operational Board – CFOs, HoDs of group’s 5 listed entities) •Maintain ongoing relationship (entity / function – EEC) •Respond to specific customer requests / inquiries •Manage issue resolution
Tactical
Operational
Strategic
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EXECUTION OF BPC STRATEGY Section 2
82% of F&A tasks were found to be common
Ebex Essel Excellence Centre
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
ZLL
ZNL
Dis
h T
v
Siti
Cab
le
Oth
ers
ZLL
ZNL
Dis
h T
v
Siti
Cab
le
Oth
ers
ZLL
ZNL
Dis
h T
v
Siti
Cab
le
Oth
ers
ZLL
ZNL
Dis
h T
v
Siti
Cab
le
Oth
ers
ZLL
ZNL
Dis
h T
v
Siti
Cab
le
Oth
ers
ZLL
ZNL
Dis
h T
v
Siti
Cab
le
Oth
ers
AP AR BC CO Payroll Fixed Assets
Process Deviation
No Deviation Slight Deviation Huge Deviation
•- ZEEL processes have been used as a baseline for this assessment
87% of HR&A processes were found to be common
Ebex Essel Excellence Centre
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti ZLL ZNL TEN Dish Siti
TA L&D TM HRO Admin
Process Deviation
Low Medium High
•- ZEEL processes have been used as a baseline for this assessment
Rationale for process split
• Decision making steps in a Process are retained with organisation
• Process compliance requiring business interactions was moved to EEC spoke (business interface office)
• Process compliance not requiring business interaction was enabled on workflow are moved to central / hub location at EEC
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Process Transition Approach adopted
Ebex Essel Excellence Centre
• All processes are moved to Ebex at the same time
• Good approach for simple, small volume process (groups of processes) migration
• Processes are moved to the Ebex one by one, over a period of time
• Limited risk of business & process destabilization
• All processes for a particular entity to be moved at a time, followed by the next entity
“Big-Bang”
Process by Process
By Entity
Process Rollout – Phasewise
Ebex Essel Business Excellence Services
6
Phase I Phase II Phase III
• DMS
• Procure to Pay
• Payroll
• Order to Cash
• Travel & Expense
• IT
• Fixed Assets
• HRIS
• Sourcing &
Screening
• Hire to Retire
• Learning & Develmt
• Record to report
• MIS
• Admin
• BI/BO/Analytics
• CoE – Taxation
Services
• CoE – IT Services
• CoE – Legal Services
• CoE – Financial
Services
• CoE – Marketing
Services
Business Process Management Center of Excellence
Process - Workflows Modules Procure to Pay (P 2 P ) Costs
Order to Cash (O 2 C )
Revenue
Doc Mgmt System (DMS)
Travel & Expense Portal HRIS
Record to Report
Vendor Data Base Maintenance
Customer Database Maintenance
Doc Collection Centres at Locations
Travel Requisition & Approval
Man Power Planning & Budgeting
Maintaining Chart of Accounts,Journal Entries
User Request & Approval
Sales contract/RO Processing
Sorting and Batch making Fare Check, Travel
Booking, Modification & Cancellation
Sourcing & Screening, Data bank management
Fixed Assets, Depreciation,Disposal, Write Off Accounting
PR Generaion in SAP Invoice generation &
Distribution Barcoding & Scanning Travel Confirmation Shortlisting & Selection
Sub Ledger Closing & Reconcilation
Vendor Portal Mail room Functions,
DMS Quality Check Travel expense Claim Hire to Retire Month End GL Closure
PO Generation on Vendor
Collection Process, Banking
Indexing and Meta data capture
Travel Report Performance Appraisals MIS Reporting, B/sheet, P&L Variance Analysis
Mailroom Functions, DMS
Query & Dispute Management, Cr.Note
process
Workflow Integration with other Processes
Travel Expense Checking &
Reimbursement Module
Payroll, Perqs, Entitlements , Exp
Reimb. & F&FS
Book Closure, Finalisation & Audits,
Board Pack
Processing Invoice (PO, Non PO, T&E claims)
A R function, Bill Matching, Bank Reco, Chq retd trigger, AR to
GL Reco, MIS
Cartoning and Temporary In Hs. Storage
Travel Bill Processing, Crdit Note Adj.
Attendence & Leave Integration
IFRS/INDAS Reporting
Account Payable, Payment Runs
Analytics , Audit Trail on Rev Assurance
Physical Storage - External
Payment to Vendors for Travel, Hotels, Car Hire
etc
Statutory Compliances and audits
Tax Return Support
Post Payment Reviews, reconcilations
Exception Handling Archieval, Retrieval Learning &
Development Compliance &
Governance Tracker
Query Resolution Destroyal HR Analytics & MIS BI/BO/Analytics and Dashboard Support
Query Resolution
20
Jan 14 Feb 14 Mar 14
Apr 14 May 14
June 14
July 14
Aug 14
Sep 14 Oct 14
Nov 14
Dec 14
Jan 15
Feb 15
•Common Procurement •P2P •Travel & Expense •Payroll •O2C •MDM •Fixed Assets
• Record to report • GL & Book Close, Audit • Statutory Compliance and Reporting • Talent Sourcing and Screening • HRMS Administration • Admin related activities
Overall implementation plan for EEC
Ebex Essel Excellence Centre
Sep 13
Oct 13
Nov 13
Dec 13
Jan 14
Feb 14
Mar 14
Apr 14
May 14
June 14
July 14
Aug 14
Sep 14
Oct 14
Nov 14
Sep 14
Oct 14
Assess phase Infrastructure
readiness
To-be process design, tool development, implementation
Steady state
PEOPLE & CHANGE MANAGEMENT Section 3
Functional HoDs
• Resistance came at two points in our journey – first during process transition; second at the time of personnel transition
• Rationale was explained for Ebex and process split
• Benefits were debated and explained
• Operational concerns around SLA, staff under-availability during transition were addressed
Individual employees
• Communication and change management workshop were conducted for all employees by level and location.
• Concerns around job security, marketability, career enhancement, working environment, L&D opportunities, brand association, thrust on excellence were addressed
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Resistance to change came at two levels – HoDs , employees
Communication strategy adopted for change management
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Channel Target Audience Message Objectives Owner
Communication Workshop
Top Management; Function Heads
Vision; Mission; Benefits; Way Forward Gain Buy-in Ebex Sponsor
Process workshop
Process Owners Control over key processes still retained by the individual
Heads; only transaction based work moved to SEC
Open House Forums
Functional Staff
SEC is the way forward How are things going to change ("What does the SEC mean
for me?") Top Management commitment to the programme
Build confidence Drive awareness
and motivation
Functional Heads
HR Ebex sponsor
Email Communication , Monthly news Letter
Middle Management and functional staff
First communication to all entities, employees Continued commitment from Top Management on making
the SEC programme a way forward Everything going as per plan; what to expect next Great opportunity for SEC staff to provide a real push to
their respective careers
SEC is the way forward
Motivate and engage staff
Functional Heads
Program Lead
Entity wise SEC Workshop
Ebex Identified staff
Reinforce the key messages provided in the workshops with functional Heads
Events/Competitions to raise awareness?
Confirmation from everyone ready to move and address any concerns
Ebex sponsor HR
Email communication
Ebex staff Individual to role mapping Communication of people mapping to function heads JDs for identified role
Role description
Ebex sponsor Ebex
functional heads
Training workshops
Ebex staff
Re-skilling for the SEC and Entity employees on modified processes
Explaining the procedure for coordination and process Technology training Identify future training requirements based on need
SEC processes and workflow
Ebex sponsor Ebex
functional heads
Functional organisation structure on go-live
Ebex CEO
Function head
Process head 1
Team Lead 1.1
Team Lead 1.2
Executive 1.2.1
Executive 1.2.2
Function head
Process head 2
Team Lead 2.1
Team Lead 2.2
Executive 2.2.1
F&A Head / HR Head / Commercial - 4
Accounts Payable Head / HR Ops Head / Category Head - 21
Invoice Verification Team Lead - 85
Programming invoices / East zone invoices - 190
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Span of control was changed from 1:7:9 to 1:6:12 during
implementation
Ebex Essel Excellence Centre
CFO/Financial Controller
Manager
Executive Executive
CFO/Financial Controller
Manager
(Level 1)
Manager
(Level 2)
Executive
(Level 1)
Executive
(Level 2)
ZEEL ZLL ZNL Siti Dish
L3 (M7 AND ABOVE)
1 1 1
L2 (M4 – M6)
5 1 3 1 8
L1 (E TO M3)
3 9 7 11 6
Indicative As Is F&A Span of control
Job rotations and certifications
• Option of role change / job rotation every 6 months • Mandatory 3 different roles
• At least 1 stint in a different sub-process
Executive (Years 1, 2)
• Mandatory 8 months in area of focus • 4 month stint in a different sub-process
• Process- related certification
Sr Executive (Year 3, 4)
• Mandatory 6 month stint in a different process • Work with different teams
Team Lead (Year 5, 6)
• Mandatory 3 month stint with “Process Improvement team”
• Support for 6 sigma certifications
Process Lead (Year 7)
Ebex Essel Excellence Centre
PROCESS ORIENTATION Section 3
Ebex has documentation for all in-scope processes
1. Standard operating procedures 2. Process maps 3. Metrics and dashboards 4. System requirements specification document 5. Test cases and results 6. User training documentation 7. System training documentation 8. Job descriptions
Ebex Essel Excellence Centre
Ebex structuring and Charge Back mechanism
Ebex Essel Excellence Centre
EEC
ZEEL
ZLL
ZNL Siti
Dish
Fixed Fee proportionate basis
existing support cost outlay of each entity
Fixed Fee basis volume of transactions/number of FTE
per function
KPI linked fee basis SLA/OLA sign-off
Thank you!
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Detailed Functional Scope
Ebex Essel Excellence Centre
*: excluding study of core business applications such as SMS, BMS, RMS, etc. **: Insurance Management will study process feasibility of transaction processing
related to claims processing
Business Case Comparison between As-Is and To-Be costs (1 of 2)
HR costs •As-Is - Current Salary Cost of HR personnel •To-Be - Additional hiring at 10% of SEC strength for service desk staff, process improvement specialists, replacement for non-transferable staff
•Relocation costs and severance costs assumed to be zero
Manpower costs
•As-Is - Salary costs are based on •individual salaries wherever available •average salaries for the grade (entity and function specific) in all other cases
•To-Be - Salary costs are based on •Rationalisation across functions and levels based on existing group entity salaries
•Wage inflation = 10%
Implementation costs
•To-Be - Consulting and project management costs
•To-Be - Training and development costs: 510 users * 5 days of training each @ INR X/day
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Business Case Comparison between As-Is and To-Be costs (2 of 2)
Facility costs
•As-Is - Facility costs are based on a weighted average of office rental rates for the existing office locations
•To-Be - costs are based on rentals: •Noida = INR XX/sq. ft. •Per user office space requirement = YY sq. Ft.
•To-Be - 6 months rent as security deposit (refundable, but included as part of one time cost)
Technology costs
•To-Be - Document Management System + Workflow (Software + Hardware)
•To-Be - Technology Implementation cost
•To-Be - The IT operating expenditure are based on •Per user cost (Workstation + Desktop s/w + AMC ) X No. Of users •SAP license cost per user X No. Of acquired Licenses
With optimization on the To-Be Salary Costs, the break even period came out to be somewhere under3 operational years with an NPV of about a couple of hundred millions for profits from next 5 operational years
Ebex Essel Excellence Centre
EEC will publish standard reports before each of the governance meetings
Ebex Leadership Board (Quarterly)
Ebex Process Leads
Stra
tegi
c Ta
ctic
al
Op
era
tio
nal
Functional Board (Monthly)
HR
IT
Audit
Ebex Head
As
Nee
ded
Co
mm
un
icat
ion
Others
Ebex Function Leads
Operational Board (Weekly)
Ebex Essel Excellence Centre
Process Candidates
Ebex Essel Excellence Centre
F&A HR & Admin Common Procurement
IT
SEC Processes
•Accounts payable •Accounts Receivable •Payroll •Bank and Cash •Master Data Maintenance •Book Closure •Audits & Statutory Compliances •MIS & Reporting •Taxation services
•Sourcing & Screening •Training logistics •Full and Final Settlement •HR Compliance •Admin •Time and Leave Management •HR MIS
•Vendor Management •Vendor Quotation Creation •Vendor Negotiation and Selection •PO Creation •Commercial MIS Reporting
•End-user support • IT Infra Management • IT Asset management • IT Security •SAP and Common Applications •Hardware (Server) monitoring
Business Retained
Processes
•Corporate Finance •Finance Planning & Strategy •Fund Management •Budgeting •Controls & Approvals •Performance Review •Tax Advisory •Treasury Management
•Manpower planning •Role definition (JD) •Selection and Offer • Induction •Probation and Confirmation •Talent Management •Office Administration •Training Execution
•PR Generation & Approval •GRN Creation •Business specific procurement
•Business specific IT project development
Technology tools have been identified to sit on top of SAP
Technology Features
Document Management System (DMS)
•Accessibility over intranet •Template based user access control •Usability across functions with ERP integration •Document retention and ageing •Platform Independent •Document viewer and annotations
Workflow
•Ease of process and role definition •Automation of information flow •E-mail support interface •ERP and DMS integration
BO/BI Tools •Automatic Report generation through ERP integration
Travel and Expense Portal •Travel and Expense Portal for seamless request processing across entities
Internal Portal (HR/Job)
•Tools to electronically track acknowledgement of policies and other critical information •A single portal to manage employee information •Pre-Structured HR Site for forms, policies and checklists; Streamline day-to-day activities;
Vendor Mangement Portal
•Common database for vendors to be maintained between the commercial teams; Category-wise divisioon of vendors; Periodic vendor assessment; Vendor retention and ageing; Vendor Comparison
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Process transition had been tightly monitored
Process transition had considered the following aspects: 1. Creation of future state process documentation 2. Training of staff on future state processes 3. System training for staff on new platform 4. System and process training for internal clients, approvers
on process and new system 5. Agreement on transition state metrics based on As Is
baseline with the HoDs 6. Communication to all stakeholders about the change in
process and tool 7. Regular reporting of metrics to the stakeholders on
performance during transition
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Risks Identified
Work stream Affected
Risk Description and Cause
Impact Mitigation plan
Process Design Overlap of process workshops with period-end process cut-offs
Medium Initiated process design while planning for the process workshops. Conduct first round of workshop for payables and common procurement by April 4
th
Change management
Potential disruption of F&A and HR activities immediately after the relocation of the teams to the new office
Medium Measures including: Daily transfer of documents, frequent shuttles between the locations, HoD cabins at the new locations
Change management
Employee/HoD concerns about transition of people may lead to reduced cooperation from the Mumbai entities
Medium Higher level of engagement with Mumbai HoDs. More active role for HR.
Process Design Lack of consensus among the entity CFOs on the split of processes between SEC and Retained function
High Review the reasons for such differences and address these as required. Seek Leadership Board (Steering Committee) support to resolve pending issues.
Change management
Delays in arriving at a final list of employees to be transitioned to the SEC / new office in Noida
Medium Initiate discussions with CFOs on specific resources required for the SEC. Introduction to SEC concept for all relevant staff.
Change management
There has been no formal communication to all affected employees (SEC & Retained)
High Communication and change management workshops for all employees by level and location covering employee concerns about job security, marketability, career enhancement, working environment, L&D opportunities, brand association, thrust on excellence
Technology Timelines for Technology implementation may get delayed due to delay in SRS signoff
Medium Work with vendor to ensure the SRS sign-off is completed before XX
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Sample DMS Process Maps
Document Collection and Scanning
Cen
tral
Bill
Des
k (S
EC)
Mai
lro
om
(Lo
cati
on
s)M
ailr
oo
m (
SEC
)
1.7.3Is the scan of sufficient
quality and are all details available
1.7.5Is fresh document
requiredYes
No
Yes
Workflow
1.7.6Request fresh document from vendor/employee
with reason for rejection
Workflow1.7.4
Reject scan with appropriate reason code:
R1: Poor scan qualityR2: Document details
missing
Workflow
1.7.7Confirm for archival and
enter document identifier details
Workflow
1.7.2Scan (A4 Size)
and upload document
No
Workflow
1.7.2Scan (A4 Size)
and upload document
Document accepted (basic
check)?
Document accepted (basic
check)?
No
Manual
Attach Barcode. Hand over counterfoil
Manual
Attach Barcode. Hand over
counterpart to employee.
Workflow
Indicate supplementary
documents received on the checklist
Workflow
Indicate supplementary
documents received on the checklist
Mail/Courier/Vendor Portal
1.7.1 Receive document from
vendor
Courier/Handed Over
1.7.1 Receive Document
Manual
Sort by entity and PO/non-PO
Manual
Sort by entity and PO/non-PO
Yes
Yes
Packeting
Courier/Handed Over
1.7.1 Receive Document
Workflow
Enter document identifier details and initiate work
item
No
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Workflow tool has been configured for reporting
1. Workflow tool is capable of reporting TAT, accuracy at a step level
2. Metrics and dashboards have been devised to capture performance on both SLAs and OLAs
3. MIS packs are shared with the relevant audience as per the governance structure
4. Three level governance structure is used to discuss issues related to performance at different levels
5. Helpdesk feature of workflow, bolt on HR tool and IT helpdesk are used for tracking day-to-day operational issues
Ebex Essel Excellence Centre
Main areas of process improvements
1. Standardization and simplification of processes across media group entities
2. Reduction in manual entries, duplication, hand-off points with automation through tight integration of SAP and workflow tool
3. System checks and controls (like SAP budget checks) 4. Visibility and transparency (status of any ticket highlighting
where it is stuck) 5. Elimination of paper flow in the system through scanning,
mailroom 6. Seamless integration of SAP, custom applications and
workflow tool 7. Clear roles and responsibilities for every task and step 8. Automated reporting and escalation
Ebex
Essel Excellence Centre
METRICS AND SERVICE ORIENTATION
Section 5
Workflow is configured to auto generate metrics
1. Metrics have been identified at a sub-process level and workflow has been configured accordingly. Tool has capability of measuring performance at every step.
2. As Is metrics were captured at the time business case and transition state metrics were agreed with businesses with a relaxation of about 20% for the duration of transition.
3. Metrics are published at agreed frequency as per the governance framework and discussions are focused on improving the metrics
4. Steady state service levels have been agreed within 90 days of go-live. SLA, OLA are tracked and published at agreed frequency.
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Metrics Mapping
Subprocess Metric Type Metric Units
Creation of project code Cycle Time Workflow trigger - submission to CFO Hours
Creation of project code Cycle Time Approval - Code creation Hours
Budget upload on SAP Accuracy Number of cases where budgets are not received on time %
Budget upload on SAP Accuracy Percentage error rate in budget modifications %
User request to Purchase Order Cycle Time Approval of user request - Upload PR data to SAP Hours
User request to Purchase Order Cycle Time Upload PR data to SAP - Generate PO Hours
User request to Purchase Order Cycle Time Generate PO - Release PO (PO Approval) Hours
User request to Purchase Order Rejection Percentage of requests rejected due to insufficient budget %
Vendor search Cycle Time Identification of new vendors - Going live on vendor portal Hours
Advance to vendors Rejection Percentage of advance requests rejected by HoD %
Subprocess Metric Type Metric Units
Deal Finalization Cycle Time Receival of agreement' to 'Submission for approval' Hours
Deal Finalization Cycle Time Creation of new client code' to 'Client background check clearance' Hours
Release Order Cycle Time Release Order Generation' to 'Release Order Approval' Hours
Release Order Cycle Time Release Order Approval' to 'Release of Release Order' Hours
Release Order Rejection Percentage of ROs rejected at approver level %
Billing Accuracy Percentage of invoices submitted with incomplete/improper details %
Billing Cycle Time Receival of Invoice' to 'Acceptance of Invoice' Hours
Collection Accuracy Percentage of payments (amounts/ transactions) received on the due date %
Collection Accuracy Percentage of payments (amounts/ transactions) received after due date %
Sample P2P Metrics
Sample O2C Metrics
Ebex Essel Excellence Centre